Director, Transformation & Portfolio Leadership

About the Role:

Grade Level (for internal use):

13

Director, People Transformation & Portfolio Leadership

Grade Level (for internal use):

GL13 or GL14

The Team

Join the People organization at Mobility Global as the company advances through its spin-off journey toward IPO
. The People function is focused on building scalable, compliant, and insight-driven capabilities that support a standalone, publicly traded future.

This role sits at the center of the People ecosystem—working closely with Strategic Business Partners, Shared Services, Talent & Culture, and Total Rewards to connect strategy to execution. The team values enterprise thinking, strong partnership, analytical rigor, and a roll‑up‑your‑sleeves mindset to build solutions that scale.

The Role

Reporting to the Head of HR Strategy & Shared Services
, the Director, People Transformation & Portfolio Leadership plays a critical role in advancing the People agenda at Mobility Global.

This is a build role
, responsible for establishing the People transformation and portfolio capability from the ground up. The role provides the structure, operating mechanisms, and execution discipline required to deliver People priorities at scale—balancing strategic alignment with hands‑on delivery in a fast‑evolving, IPO‑bound environment.

The role requires strong stakeholder management, sound judgment, and the ability to operate autonomously—making informed decisions while keeping leadership aligned and informed.

S&P Global has recently announced the intent to separate our Mobility Segment into a standalone public company.

For more information, visit

What’s in It for You

• Build from the ground up: Design and stand up a critical People capability that will shape how Mobility Global operates as a public company.

• Strategic exposure: Partner closely with senior People leadership on priorities tied directly to business outcomes and IPO readiness.

• Real impact: Drive initiatives that materially affect employees, leaders, and the organization’s ability to scale.

• Autonomy with trust: Operate with meaningful decision‑making authority in an environment that values judgment and accountability.

• Breadth and influence: Work across Talent, Culture, Rewards, Shared Services, and HR Strategy.

• Growth opportunity: Be part of a high‑visibility journey from spin‑off to IPO, helping define future‑state operating models.

Responsibilities and Impact

Build & Own the People Transformation Capability

• Design and establish the People transformation and portfolio function, including governance, operating rhythms, reporting, and ways of working.

• Continuously evolve the function as Mobility Global matures from spin‑off to IPO and beyond.

People Transformation & Portfolio Ownership

• Own the end‑to‑end portfolio of People initiatives, ensuring alignment to business strategy, People priorities, and IPO milestones.

• Maintain a holistic view across initiatives to identify interdependencies, risks, and opportunities to optimize outcomes.

• Ensure initiatives deliver measurable value and transition smoothly into sustained ownership.

Strategic Planning & Execution

• Translate People strategy into an integrated, executable roadmap in partnership with HR leadership.

• Balance long‑term strategy with near‑term delivery needs.

• Drive execution with discipline, adaptability, and a roll‑up‑your‑sleeves mindset.

Stakeholder Management & Collaboration

• Build trusted partnerships across Strategic Business Partners, Shared Services, Talent & Culture, and Total Rewards
  .

• Partner closely with Finance, global technology teams, Legal, and enterprise stakeholders.

• Navigate competing priorities to drive alignment and momentum across the People portfolio.

Governance, Operating Mechanisms & Decision Enablement

• Establish governance and operating mechanisms that enable transparency, accountability, and informed decision‑making.

• Provide leadership with clear visibility into progress, risks, dependencies, and trade‑offs.

• Operate independently within strategic guardrails to keep work moving forward.

Day‑1 Transition to Day‑2 Maturity

• Orchestrate the transition of People initiatives from Day‑1 readiness into Day‑2 stabilization and maturity.

• Ensure post‑Day‑1 performance…